Leadership is experienced in every sphere of human life and is a crucial tool for people management. This study could contribute to the proliferation of leadership studies, with extensive research focused on how effective leadership positively benefits people and organisations. Arguably, leadership is one of the most important phenomena that determines the direction of any organisation. Notwithstanding, there are contentions about the definition of leadership and a lack of consensus on a holistic perspective. Echoing some scholars’ contentions, it seems much of the field is tending towards creating more appealing or high-sounding theories that may be less practicable. A case in point is the undying nature of debunked and outdated ideas or zombie leadership and the ‘distinct similarities’ proposed by different studies.
Despite the discrepancies in the field, there is a widespread agreement that the dyadic nature of leadership supposes some form of influence in leaders on others. This hinges the relevance of leadership on the existence of followers, who are direct recipients of leadership and shapers of the leader–follower relationship. Yet most theories do not include followers as a core component. The status quo makes one wonder whether leadership scholarship has yielded diminishing returns. This is why a broader conceptualisation of leadership is required as a practical reference for leaders and relevant stakeholders.
Hence, following a semi-structured review and theme-based approach, this study covers noteworthy issues in the field of leadership and makes a compelling case for advancing a holistic view of leadership with a recommended burgeoning approach that converges the core scopes of leadership, including learning, tasks and processes, leader traits/behaviours, followership, ethical decision-making, the role of stakeholders, influence, and context. The argument is that existing theories are fragmented at best and can be unified to create an aspirational peak that inspires leaders to become lifelong learners.
